Hands On

Sporting ability

Musical ability

Interacting with others

Loyal

Highly Motivated

Confident

Taking the initiative

Organised

Outgoing Committed Leadership

Easy to get along with

Relaxed

Confidence

Communication

Adaptable

Planning

Confidence

Engaging with people

Intelligence

Being silent

Passing sports science in college

Signing for a pro football club

Finishing college

Called up to international football squad

Completing ski & snowboard course

Whole-club athletics record holder Playing international basketball

Staying in education & getting to Uni

Playing academy level football

Making it to university

Captaining the football team

International football tour with pro clubApproached and offered a coaching

job

Scouted for national level basketball

Owning own clothing line Moving to the UK for university

Outstanding results in secondary school

Coming to university

Being myself

Football achievements

Over to you for your leadership case studies

Name

Who What

How Why

Decision Making Continuum

Blake & Moulton Managerial Grid

Management & leadership: The literature…

The decision making continuum.

When making a decision a manager / leader will fall somewhere along the continuum.

Decision made by

leader, and leader alone.

Leader seeks feedback on proposal.

Team proposes decision, leader

has the final decision. Joint decision

with team & leader as equals.

Full delegation of decision from

leader to team.

< Not Participative Highly Participative >

Management & leadership: The literature…

Leadership styles – Autocratic

Characteristics

Little or no input from group members

Leaders make the decisions

Group leaders dictate all the work methods and processes

Group members are rarely trusted with decisions or important task

Benefits

When decisions need to be made quickly without consulting with a large group of people

Allows the group to focus on performing specific tasks without worrying about making complex decisions.

Allows group to become highly skilled at performing certain duties, which can be beneficial to the group

Overview Provide clear expectations for what needs to be done, when

it should be done, and how it should be done. A clear division between the leader and the followers.

Often results in a lack of creative solutions which can ultimately hurt the

performance of the group.

Management & leadership: The literature…

Leadership styles - Laissez-Faire

Characteristics

Very little guidance from leaders

Complete freedom for followers to make decisions

Leaders provide the tools and resources needed

Group members are expected to solve problems on their own

Benefits

Effective in situations where group members are highly skilled, motivated and capable of working on their own.

Remain open and available to group members for consultation and feedback.

Overview

Are hands-off and allow group members to make the decisions

Not ideal when group lack the knowledge or experience so as to complete tasks and make decisions.

Management & leadership: The literature…

Leadership styles – Democratic

Characteristics

Group members are encouraged to share ideas and opinions, even though the leader retains the final say over decisions.

Members of the group feel more engaged in the process.

Creativity is encouraged and rewarded.

Benefits

Usually one of the most effective and leads to higher productivity, better contributions from group members, and increased group morale.

Overview Members of the group take a more participative role in the

decision-making process.

In situations where roles are unclear or time is of the essence, can lead to communication failures and

uncompleted projects

Sport Studies – Sport in Action: Project Action Plan

Project Action PlanToday’s objectives…

1. To understand the process involved in setting project objectives.

2. To understand who ‘stakeholders’ are and who your ‘project team’ is.

3. To understand the tasks involved in delivering your project.

Setting your objectives

Project Action PlanSetting objectives…

“The project objectives must define the completion condition, describing what will and will not have been completed when the project is finished. This provides measurable criteria for

project success.”

Richman, L. (2002) Project management: Step by step. New York: Amacon.

Project Action PlanSetting objectives…

SMART

SpecificMeasurableAchievableRealisticTimely

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Project Action PlanSetting objectives: Specific…

• A specific goal has a much greater chance of being accomplished than a general goal.

• Detailed, focused and well defined.

• Can be related to a percentage, frequency, rate or number.

• Example: “Get in shape” or “Join a health club and workout 3 days a week.”

Project Action PlanSetting objectives: Measurable…

• Measurement enables you to know that the objective has been achieved.

• How will I know that the objective has been achieved?

• HOW will you measure it?

Project Action PlanSetting objectives: Achievable…

• Be realistic.

• Measurable

• Previous examples.

• Not unachievable.

• Be careful: Unachievable objectives are de-motivating, but easily achievable objectives bring into play the ‘law of least effort’.

• ‘A’ is sometime ‘Agreed’.

Project Action PlanSetting objectives: Realistic…

• A realistic objective is not an easy objective.

• Realistic objectives take into account the available resources such as, skills, funding, and equipment.

• An objective is realistic if you know:

- Who is going to do it.

- They have the necessary skills to do the task well.

- Where the funding is coming from.

- Where you will source the resources to achieve this objective.

- Who will bear responsibility for what.

Project Action PlanSetting objectives: Timely…

• You MUST set a deadline for your objective.

• Can be accomplished within the deadline?

Project Action PlanSetting objectives: An example…

Deliver, before Thursday 20th December 2014, a basketball coaching session to 12 3rd year University of Bedfordshire

Students.

SMART

SpecificMeasurableAchievableRealisticTimely

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Project Action PlanSetting objectives: Your Projects…

So now you have the knowledge of how to set objectives for your projects see if you can, with your group, construct SMART objectives for your projects.

If you already have objectives then run them through the SMART framework to see if they are appropriate.

If they’re not, then modify them!

Project Action PlanSetting objectives…

SMART

SpecificMeasurableAchievableRealisticTimely

-----

Stakeholders & the project team

Project Action PlanStakeholders…

Individuals or organizations (internal or external) who are impacted by the outcome of the project.

Key Stakeholders: If their support were to be withdrawn the project would fail.

Project Action PlanProject team…

The Project Team members are responsible for executing tasks and

delivering the project.

Project Action PlanYour project: Stakeholders & project team…

With your group, get down on paper who the stakeholders are in your project. Who the key

stakeholders are. And who the project team are.

Planning your project

Project Action PlanWork breakdown structure: What is it…

As long as you are thorough in creating it:

- It gives you a visual representation of every task needed to complete your project.

- It allows you to easily see who should be doing what.

- It ensures responsibility and accountability.

- Every group member should have a copy. Then there is no doubting who should be doing what.

Project Action PlanWork breakdown structure: Layout and example…

Project Name

1. Venue2.

Marketing3. Example 4. Example 5. Example

1.1 Investigate

Options

1.2 Evaluate Venues

1.3 Book Venue

1.4 Conduct On-site Risk Assessment

2.1 Task

2.2 Task

2.3 Task

3.1 Task

3.2 Task

3.3 Task

3.4 Task

4.1 Task

4.2 Task

5.1 Task

5.2 Task

5.3 Task

5.4 Task

Project Action PlanWork breakdown structure: Create your own…

Create a work breakdown structure for your project.

You are 1 week into the project so you may be including things that you’ve already done - that’s fine.

Project Action PlanGantt Chart…

Project Action PlanBefore we finish…

Summerise today’s session in circa 50 words.

Include how we set project objectives, what stakeholders, key stakeholders and a project team are, and how we go about planning a project and the tasks

necessary to complete it.

Project Action PlanBefore we finish…

Cross reference the following terms with your 50 words:

SpecificMeasurableAchievableRealisticTimely

StakeholderKey StakeholderProject Team

Work Breakdown Structure

Project Action PlanToday’s objectives…

1. To understand the process involved in setting project objectives.

2. To understand who ‘stakeholders’ are and who your ‘project team’ is.

3. To understand the tasks involved in delivering your project.

Project Action PlanOver to you…

Ensure, with your group, that your WORK BREAKDOWN STRUCTURE is complete.

Then use the information within it to create your projects GANTT CHART.

…and remember you need to be keeping a log of all the meeting you have & who has been doing what.

Project Action PlanNext week…

5 minute presentation in your groups…

- Your sport/event name

- Your project objectives

- Your project team, your stakeholders & your key stakeholders

- Your work breakdown structure for your project

- Gantt Chart for your project